(Original Q & A article at InTrust Magazine) Both new and seasoned board members may need refreshers in their school’s mission and vision statements, says Aimée A. Laramore. And they may need a refresher in what their own role is in the seminary’s overall fundraising strategy. But many seminary board members can’t communicate the seminary’s vision clearly, and many administrators don’t know how best to use their boards. The result is anxiety both in the executive suite and in the boardroom.

Aimée Laramore teaches a class in fundraising as ministry as part of the Lake Institute's Executive Certificate for Religious Fundraising.Credit: Greg Puls, Puls Photography

Laramore is the director of seminary advancement at Christian Theological Seminary in Indianapolis, and she was formerly associate director at Lake Institute on Faith and Giving at Indiana University’s Lilly Family School of Philanthropy. She also heads up a personal consulting practice, ALlyd, where she teaches and coaches organizational leaders and boards on strategic planning, governance, capacity building, and resource development.

Laramore is a member of the board of visitors at the Howard University School of Divinity. After a recent workshop she facilitated there, In Trust caught up with her to ask a few questions.

Q You started this workshop — as you do other training sessions for boards — by asking people to write down the mission and vision statements of their organization from memory. Why?

A I start with this exercise because it is important for people who have been asked to steward an institution’s resources not only to know that institution’s mission and vision, but also to be able to communicate them to people in a variety of contexts.

The lesson of the exercise is obvious: It doesn’t require much comment from me when you realize that you can’t write the mission or vision of an organization that you serve.

But there’s another, more surprising, outcome that often happens: If there are 15 people from the same institution, you might end up with 15 different statements. Some people write what they think the mission is and what they wish it would be, and some write what it used to be and what they think it is now. The point is that all members of the team need to know that mission and vision by heart and be able to communicate them with passion and clarity.

QIn what ways do theological schools benefit when board members can effectively communicate the mission?

A When board members are skilled communicators, there are more people prepared and positioned to share what’s happening at the institution. We talk about time, talent, and treasure so much that sometimes people forget an important fourth “T”: testimony. The ability to talk to others and to connect the school to venues, people, and resources that they might not otherwise have access to is an essential characteristic of a good board member.

QWhat are some techniques you recommend to reinforce the importance of communicating the mission?

A Start each board or subcommittee meeting by having someone give a brief, personal testimony of how they’ve been able to share the mission or vision. When board members have a regular opportunity to express what they have done, that builds accountability. Another practice is for each board member to identify three examples or key points of the mission or vision that resonate and practice how they would relay these stories and ideas to people outside the institution.

Q Can you give an example?

A Sure. At the beginning of a recent meeting of the board of visitors of Howard University School of Divinity, a student named Lawrence Rodgers shared about a trip to Ethiopia he made with other students, professors, and Dean Alton Pollard III. He talked about how it had been personally transformational to learn about the country’s religious and cultural history.

A high point of this student’s visit to Ethiopia was being a part of the delegation to return a sacred 15th-century manuscript to Debre Libanos Monastery, one of Ethiopia’s holiest sites. Howard University had received the manuscript more than 20 years ago from an alumnus who had donated his collection. The student described the university’s painstaking efforts to return this artifact to its rightful home.

This was an effective talk — partly because it gave those of us who didn’t make the trip an example of institutional integrity and an opportunity to reflect afterward about how the Howard University School of Divinity lives the values that it considers most important. As a board member who did not attend the school, I now carry that story with me everywhere I go.

The Tweed MS150 manuscript was originally donated to Howard University Divinity School by the late Dr. André Tweed in 1993. The manuscript, which features the Acts of Paul and the Acts of Serabamon, was part of one of the largest U.S. collections of sacred Ethiopian artifacts. Credit: Justin D. Knight/Howard University

QSwitching gears a bit, what can theological schools do to help board members become more effective?

A Fundamentally, we have to see board service as an exchange — it’s both an investment by the board member in the institution, and an investment by the institution in the board member. It’s critical to provide board members tools that help them to grow in their service. These may be written materials, electronic materials, or video clips.

At the same time, part of the institution’s responsibility is to send the message that it values board members’ time. Life is busy. Institutions have to use board members’ time effectively, both when the board is in session and when it’s not.

QHow should board members think of their own relationship to the seminary’s fundraising program?

A Often theological schools dance around the development role of board members. But board members need to understand that development — attracting, cultivating, and retaining donors — is really an obligation of every stakeholder, including them.

I tell new and potential members of theological school boards that they should be able to put that institution in their top three philanthropic priorities. Additionally, an effective board member introduces the president and other key leaders to potential supporters. Board members should also be attentive to not only how we raise resources for the institution, but also how we prepare students — the next generation of church leaders — to deal with money, finance, and philanthropy.

Q Particularly for those serving on theological school boards, how would you describe the connection between faith and philanthropy?

A The root of the word philanthropy is “love of humankind.” So the connection between what we believe in our own faith tradition and our desire to love and help people is strengthened when we treat board service as an opportunity for ministry.

The financial challenges that face our theological schools and our students are a reminder to acknowledge that we serve a generous God, and that everything we do is in response to the generosity that has been shown to us. I believe generosity and gratitude are really key to how we do our work. If our worldview is no different than what’s around us, then we’ve lost sight of why we do what we do.We are enriched by our ability to give of our time, our skills, and our resources. It should not be a burden. We should be grateful for the opportunity to give.

QHow can board members be an example of generosity and mission engagement to others?

A I often ask board members how this board and this institution will be better as a result of their service. One way board members can demonstrate generosity and mission engagement is by recruiting future supporters, volunteers, or board members. Another way is sharing about the institution in formal and informal ways. I believe that a great board member is also a good teacher who can influence how his or her peers understand board service. An exceptional board member can exemplify service as both opportunity and gift; they lead by their personal investment.

Early in my consulting career, I would try to consolidate the analysis of a complex situation into a set of recommendations that were clear, concise and action worthy. It would never fail that people would ask me about doing more than the prescribed activities in an effort to move more quickly. Whether addressing change, transition, strategic planning or evaluation metrics, my clients would ask about moving more quickly. I would consistently share the importance of being intentional with small steps, and cautioned against aiming for perfection vs. progress. Two decades later, the same methodology still applies.

I have learned to be a student of change. As I read authors on the topic, the one that resonates most belongs to Dr. Kotter, an 8-Step Process for Leading Change. It was the clearest ah-ha moment when examining my day job and my consulting world, when my previous boss introduced me to his work. Kotter examines the importance of Urgency, a Guiding Coalition and a Change Vision as the 3 anchor steps for change. In my work, often I can tell within the first few meetings whether a group is truly poised for change. Strategic planning only works where there is a collective energy around working collaboratively to achieve a bigger dream. Couple the need for consensus around the most urgent issues, and the role of leadership, and you have a powerful alliance that can either make or break a process for strategic change. The analysis of core consensus, leadership, urgency and the guiding coalition (board/leadership/influencers - in action, title and investment) can forecast what the future will look like - in religious fundraising, capacity building for non-profit institutions, and just about everything in between.

The framework that I have introduced to dozens of clients has been IPOP - Intentional Progress Over Perfection. The idea is simple, creating small wins starts with making progress from where you are, with intentional movement toward where you aspire to be. A score card in strategic planning offers a simple tool for transparency and accountability. Avoid a glossy notebook with colored tabs and mounds of material few will read. Replace it with strategic directives that answer basic questions:

What are our core values and beliefs?

What are the 3 - 5 goals that will guide the next 12 - 18 months?

Who are the people responsible for leading change?

What are the strategies and timelines for achieving the goals set forth?

How will we know that progress has been made?

It is a privilege to be the guest facilitator for organizations, religious institutions and non-profit entities. As part of our collaborative work, I invite participants to understand IPOP and make it a part of life. Serving as Associate Director for Lake Institute on Faith & Giving, we often ask the question, "What does your tomorrow look like? or How do you define success?" I believe it is as important for organizational cultures as it is for individuals. Today's post came out of a reflection about my own life, as much as my consulting practice. Vacation has a way of magnifying experiences in a way that the busy nature of life does not allow. Strategic planning often asks busy organizations to step back and take a balcony view, a process that I teach in my day job as we examine Adaptive Leadership. When you take a balcony view you see things in a new light and with a different perspective than traditional schedules allow. I'm reminded about Gordon MacDonald's Ordering Your Private World, my annual reminder about time, perspective and priorities.

We all get the same amount of time in any given day. How are you spending your 1,440? Our quest, live simply, making progress to the vision that drives each of us. As a woman of faith, that vision is anchored in what God is calling me to do, beyond what I can see for myself. As a wife and mother, that vision is anchored in the lives of 5 people, not just the face I see when I look into the mirror. As a consultant, strategist and professional in the field of faith & philanthropy, that quest is to make a difference in the lives of organizations, by helping to manage change and transition, anchored in vision. Intentional progress requires a honest analysis of where you are, and a hopeful working spirit, dedicated to where you aspire to be. There are a variety of clients, partners, congregations and thought-leaders who have re-anchored my commitment to this process. STEM education has meant that my orientation to systems and process are as methodically as my peers who have embraced quality control, systems analysis or the diverse engineering or technology paths.

More importantly, God has reminded me, like my conversation partners, I am a beautiful work in progress. I'm celebrating progress, over perfection, and working hard to measure my actions so that the strategic steps are anchored in what I have learned over the years - and all that I still have to learn. IPOP isn't a catch phrase, it is a lifestyle and a way of being. My clients understand that together we are working toward the next step, not a perfect ideal. One step at a time. My progress, and your progress, is both full of impact and beautiful. A day in Union Grove, North Carolina has reminded me - when you can't see the forest for the trees - look first, at the tree. Progress starts with a step.

I had the opportunity to facilitate a tri-board planning session, with over 50 individuals in attendance. I was reminded in the midst of the session about the value of volunteerism. I was surrounded by individuals that had been connected in one way or another to a shared mission to impact the lives of older adults and those with disabilities. The board members were diverse in age, ethnicity, commitment level and professional background, yet they were all actively involved and in attendance During hard economic times many agencies will avoid the planning process and opt to eliminate the expense of a trained facilitator. There are, however, tremendous benefits to using this time to assess organizational direction, solidify core commitment levels and analyze the insight and feedback of core stakeholders. A facilitator is not the only way to accomplish this task, but they can be a significant asset in the experience. A facilitator is charged with interpretation of data. A good facilitator is creative, skilled and effective at engineering processes that yield the quality and quantity of data that executive teams need to plan in an efficient and significant way. This is not the season to avoid strategic planning. This is indeed an important season to plan an operational, governance and development strategy that works. Strategic Planning experiences come in a variety of formats and benefit from diverse frameworks; they can also be a key component of a leadership retreat or board orientation process. Many organizations ask for tips and recommendations regarding the development of a quality planning process, in pursuit of a collective experience that avoids the trap of stale ice breakers and ineffective SWOT analysis conversations. I suggest that there are core considerations that can serve to guide any organization in how to move forward in excellence:

1. Review the previous strategic plan for what has worked in the past, and what has failed in the past. Many organizations view planning as a cyclical obligation with very little impact on day to day operations. A successful strategic planning process should result in a framework for board leaders, executive staff and volunteers to achieve the mission of the agency. Avoid past mistakes by evaluating the process that has been used in the past.

2. Limit the planning timeframe to 3 years. 5 year plans are rarely able to withstand the environmental changes within our communities, leaving many tasks and assignments undone. Prioritize objectives for timelines that mirror the board terms, staff longevity and committee activity levels. Accountability is easier to achieve when stakeholders and partners can see visible change in shorter intervals of time.

3. Consider a trained facilitator or independent technical assistance provider. While someone within your organization may have planning or facilitation skills, their participation limits their ability to fully participate in the process. An outsider observer has the responsibility of evaluating information, solidifying data and building on facts and figures vs. a connection to individuals and previous experiences. References and examples of prior experiences are helpful in establishing the natural trust required to develop an effective process.

4. Consider alternative planning approaches that build on your current strengths and organizational prowess. The Strategic Planning process doesn't have to be isolating, boring or uneventful - if it is done correctly. Ask possible vendors to document their process, share references, and openly develop an upcoming program opportunity.

5. Allow enough time for active conversation and clarity. Planning meetings that are scheduled with existing board meetings or committee dates can foster a difficult environment to truly focus and foster results oriented sessions. A minimum of 6 hours offers a good starting point for evaluation purposes.

As our society changes the need for planning remains critical. The capacity of an organization to respond to organizational and environmental change impacts its ability to remain competitive and fulfill its commitment to the community. Now is the time to prepare for the challenges that rest ahead of us. Those that survive will be dedicated to excellence, fulfilling a thoughtful plan for the future. That plan should be exist in multiple forms, including a succinct format where team members can easily track the tasks, timeline and evaluation measures that will guide them. Here's to your planning success!

Capacity building is the process of strengthening the infrastructure of an agency - planning & evaluation, governance, human resources, fundraising, finances, technology and communication. The process requires a clear assessment of both internal and external operations - and volunteers are key to both! Volunteers are an incredible resource, offering time, skill and financial resources to address core community needs. Managing volunteer relationships is one of the most challenging and most rewarding responsibilities of any leader. Establishing boundaries can ensure a quality long-term relationship.

There are many tools and resources dedicated to volunteer recruitment. The ability to attract, retain and cultivate volunteers is an essential element in building public investment in the success of an agency. Equally challenging is learning when to say good bye to individuals who have transitioned from asset to liability during the course of their involvement. Just like the life-cycle of an organization, volunteers often have a life-cycle. During different seasons we are naturally able to offer different benefits to the groups we support, as agency needs change so do our roles. Have you ever considered the signs that indicate a relationship may be overdue for evaluation? Here are a few questions for your reflection.

1. Does the individual attract or repel interested people to the work that you do?

2. Are the contributions offered (time, skill, resources) greater than the problems and obstacles that are created by their presence?

3. What language does the volunteer use when speaking about the work? Do their words build up or tear down the progress that is being made?

4. Have terms of service been adjusted, changed and avoided to address a lack of staggered terms or effective rotation?

5. Would you benefit from 10 additional volunteers just like the one you are reflecting on?

While organizational gratitude and volunteer engagement are key for long-term success, so is having the right team. Individuals do not have to agree or share every approach to be a benefit to the agencies they serve. Yet, a good rule of thumb asks you to consider the time that someone invests and the legacy they leave as a result of their service. A fluid team means that an agency pays careful attention to the resources it has and leverages them for the greatest organizational impact. Part of that responsibility rests in being able to engage volunteers in meaningful ways. Part of that responsibility rests in the ability to redirect volunteers who no longer contribute to the overall mission & vision of the organization. To every person their is a season - and it holds true for volunteers, staff members, consultants and leaders alike. Building capacity includes building people to affect change.